SYDNEY NSW 2000 SYDNEY NSW 2000

AUDITOR-GENERAL S REPORT PERFORMANCE AUDIT Managing Injured Police NSW Police Force The Legislative Assembly The Legislative Council Parliament House Parliament House SYDNEY NSW 2000 SYDNEY NSW 2000 In accordance with section 38E of the Public Finance and Audit Act 1983, I present a report titled Managing Injured Police: NSW Police Force. Peter Achterstraat Auditor-General Sydney December 2008

State Library of New South Wales cataloguing-in publication data New South Wales. Audit Office Managing injured police : NSW Police Force / [The Audit Office of New South Wales]. (Performance audit) 978 1921252 228 1. NSW Police Force Personnel management Auditing. 2. Police Wounds and injuries New South Wales Auditing. 3. Police Health and hygiene New South Wales Auditing. 4. Industrial accidents New South Wales Management Auditing. I. Title: Managing injured police : NSW Police Force. II. Title: Auditor-General s report : performance audit : managing injured police : NSW Police Force. III. Series: Performance Audit (New South Wales. Audit Office). 353.36243909944 352.67243909944 Copyright reserved by the Audit Office of New South Wales. All rights reserved. No part of this publication may be reproduced without prior consent of the Audit Office of New South Wales. The Audit Office does not accept responsibility for loss or damage suffered by any person acting on or refraining from action as a result of any of this material.

Contents Foreword Executive summary 1 1. Managing injured police 9 1.1 Background 10 1.2 Injury management in the NSW Police Force 10 1.3 NSW workers compensation legislation 11 1.4 Other recent initiatives 11 2. Is the framework for managing injured officers effective? 13 2.1 Effective injury management 15 2.2 Do policies and procedures for managing injured officers comply with relevant requirements? 16 2.3 Are early intervention practices appropriate for managing injured officers? 18 2.4 Does the Force have appropriate and accessible return to work options for injured officers? 20 3. Has the Force reduced the impact of injuries? 23 3.1 Has the Force reduced the time lost due to workplace injuries? 25 3.2 Is the rate of return to work increasing? 29 3.3 Has the Force reduced medical retirements due to workplace injuries? 32 3.4 Has the cost of workplace injuries been reduced? 35 Appendices 39 Appendix 1 Comparison of contributions and entitlements 40 Appendix 2 The NSW Police Force performance against the 2005 NSW Government s Working Together Strategy 41 Appendix 3 About the audit 42 Appendix 4 NSW Police Force organisational statement of inherent requirements of a general duties police officer 44 Appendix 5 Glossary 47 Performance Audits by the Audit Office of New South Wales 49

Foreword Police officers provide an essential service to our community. Their job can be dangerous and stressful, sometimes resulting in injuries and in the worst of cases, death. Fortunately, fatalities are rare. However, injuries are not. In 2006-07, nearly 2,800 staff employed by the NSW Police Force reported injuries resulting in time off work. Some of these injuries were minor, but others required lengthy treatment and rehabilitation. The way the NSW Police Force manages an injured officer directly affects the dignity and self-esteem of those injured, as well as the productivity and morale of other staff. It can also impact on the Force s budget and the delivery of front line services. Early rehabilitation and getting officers back to work as soon as possible is best for the officer, the Force and the community. While most fully recover, some do not and, wherever possible, are rehabilitated into other jobs in the Force. Others retire on medical grounds. This audit examines how well the NSW Police Force manages injured officers. Peter Achterstraat Auditor-General December 2008

Executive summary Managing injured police: NSW Police Force 1

Executive summary The focus of our audit There are currently over 15,000 police officers in NSW. Today, injured police are covered by two different schemes each with their own requirements. Around 3,000 officers employed before 1 April 1988 are covered by the Police Superannuation Scheme (PSS). This scheme provides a pension and hurt on duty benefits to injured officers who are unable to return to policing. The PSS closed in 1988. Officers employed after 1 April 1988 are covered for work related injury and illness under NSW workers compensation legislation, and have additional insurance benefits available under the 2005 Death and Disability scheme. The treatment of injured police officers has often attracted comment. Over ten years ago the Police Royal Commission made mention of the hurt on duty provisions under the PSS. It reported that there was potential abuse of the scheme, with some officers seeing it as an early way out of the service with maximum financial benefit. In some cases, as soon as the link with the NSW Police Force was broken, the officer recovered and returned to a different job. The NSW Government in 2005 set specific occupational health and safety targets for public sector agencies in order to improve workplace safety and rein in the cost of insurance premiums. For the NSW Police Force this meant significant changes in practice and results. With over 2,600 workers compensation claims in 2006-07, a conservative estimate of the direct cost of injuries to the Force in that year was over $110 million in premiums and payouts. The Industry Commission and the National Occupational Health and Safety Commission have estimated that only 25 per cent of the total cost of work related injuries were direct costs. The remaining 75 per cent were indirect costs such as loss of productivity, and loss of income and quality of life. In the NSW Police Force this is estimated at around $330 million. In 2006, the Force established the safety command staffed with specialists to improve the case management of injured staff. Safety command has set up systems to ensure early notification when an officer is injured, liaising with the officer and the treating doctor on rehabilitation options, preparing return to work plans, and managing workers compensation claims. In this audit we wanted to find out how well the NSW Police Force manages police officers who are injured at work to minimise the impact on policing, especially those employed after 1988. Specifically, we examined whether the NSW Police Force has: an effective framework for managing injured officers successfully reduced the impact of injuries. 2 Managing injured police: NSW Police Force

Executive summary Audit opinion Overall, the NSW Police Force s approach to managing injured officers since 2006 is appropriate, focussing on notification and early intervention and the development of successful return to work plans. Early intervention and return to work are the key factors in successfully managing injured officers and reducing the cost of workplace injuries. The Force has not done this well in the past. Through the establishment of the safety command, the Force has built a framework for managing injured officers that should optimise early return to work. The results are already promising. The Force has had some success in reducing the impact of injuries. More officers now return to work than in the past, benefiting both the officer s well being and reducing the Force s financial exposure. Workers compensation insurance premiums for 2008-09 have also reduced by $7 million to below $58 million. Yet, the Force still faces a number of serious problems. In 2006-07, 24 police officers retired due to age and 263 resigned. But 445 officers were retired on medical grounds, the majority on medical discharge. According to NSW Police, approximately 80 per cent of these were officers employed before 1988. The rate of medical discharge increased by over 40 per cent between 2003 and 2007. This rate appears excessive. In Victoria, around 15 per cent of officers retire on medical grounds compared to 57 per cent in NSW. In fact, following the introduction of the new Death and Disability insurance scheme in 2005, the number of officers employed after 1988 leaving the Force on medical grounds increased by 300 per cent. And like the old scheme, these officers if capable, can engage in any employment elsewhere after they have received their lump sum payment. Some officers might perceive this new scheme in the same way that the old scheme was seen, that is, as a preferred means of leaving the NSW Police Force. When introduced by the Government in 2005, the scheme was intended to limit the Government s financial exposure to 3.6 per cent of the total salary of police officers covered by the scheme. If the scheme costs too much it had to be reviewed. Claims history and lump sum payments under the scheme increased its cost to over five per cent after its first year, costing around $33 million. As yet, the Force has not completed a review of the scheme. The increase in costs is due mainly to the partial and permanent disability cover where lump sum payments are a factor of the officer s age and can be more than eight times the officer s salary. And the future looks bleak. An actuarial assessment of future liabilities under this part of the scheme predicts an increase from around $29 million at June 2006 to over $115 million at June 2008. Managing injured police: NSW Police Force 3

Executive summary This trend is unacceptable and must not be allowed to continue. The review of the scheme should be completed as a matter of urgency. Key audit findings Chapter 1 Managing injured police Policing can be a dangerous job and priority is given to minimising the risk of injury or death. Where officers are injured on duty they need to be cared for and returned to work as soon as possible. In 2006-07, the NSW Police Force had: over 15,000 police officers around 3,000 police officers employed before 1988 nearly 2,800 staff that reported workplace injuries resulting in time off work over 63 days lost per injured employee 2,631 workers compensation claims lodged 445 police officers retired on medical grounds. In May 2005, the Government announced a $105 million reform package to overhaul the way in which the NSW Police Force (the Force) supports police officers who are killed or injured in the performance of their duties. The aim was to address inequities and better manage return to work. Police officers employed before April 1988 (pre 88 officers) are covered by the compulsory Police Superannuation Scheme (PSS) which entitles them to benefits, including medical and rehabilitation expenses, and a pension if they retire on medical grounds. In 1988, the then Government reviewed a number of superannuation schemes and closed the PSS. Police officers who joined the Force after 1 April 1988 (post 88 officers) joined the State Authority Superannuation Scheme or First State Super, which cover other public sector workers in NSW. These officers are also covered by workers compensation. The result was a situation whereby two officers rostered on the same shift, responding to the same incident, and receiving the same injury could receive different compensation simply because of the date that they joined the Force. Recognising this, the Government introduced a compulsory Death and Disability scheme to cover post 88 officers as part of the 2005 reform package. The Death and Disability scheme was designed to provide post 88 officers with additional insurance protection commensurate with the risk they face in the line of duty. The Death and Disability scheme provides lump sum payments on death or total disability. It also provides lump sum benefits where the officer is partially and permanently disabled. Pre 88 officers represent around 20 per cent of the Force and are not covered by workers compensation. When injured, the Force continues to pay the officer s salary while PSS pays all medical and rehabilitation expenses. 4 Managing injured police: NSW Police Force

Executive summary Chapter 2 Is the framework for managing injured police effective? Through the establishment of the safety command in June 2006, the Force has built a framework for managing injured officers that should prove to be effective. Once a police officer has been injured, early intervention and return to work are key factors in the officer s successful rehabilitation. The NSW Police Force has not done either of these well in the past. Through the safety command, the Force has introduced systems and practices to ensure it knows when an officer has been injured and can respond appropriately. These include an online system for reporting injuries, timeframes for assessing and responding to an officer s rehabilitation needs, and early and continuous welfare checks by fellow staff. Rehabilitation outcomes are better where the return to work is as early as possible and often before the officer is able to undertake the full responsibilities of the job. The safety command plays a key role in developing return to work plans in consultation with the injured officer, the local area command and the treating doctor. Overall, we found that safety command had prepared appropriate plans for injured staff. For an injured police officer, early return to work also relies on the local area command making a suitable job available and if needed, adjusting the officer s working conditions to comply with restrictions in medical certificates. This is not always easy, but we found that in the commands we visited, suitable jobs were available to most injured officers. Part of early intervention is also the investigation of an incident to reduce the risk of recurrence. At all the commands we visited there was some review of the incident. However, the extent of the investigation differed and was not related to either the severity of the injury or its likelihood to reoccur. We found problems with obtaining data on injured officers as distinct from civilians working in the Force. There have also been problems in isolating data on return to work and medical discharges relating to workplace injuries as distinct from off-duty injuries. And in some cases, data on the impact of injuries before 2005 is not available. We recommend that the NSW Police Force: 1. establish systems to collect sufficient data to judge the efficiency and effectiveness of injury management practices in respect to police officers by June 2010 (p 16) 2. develop injury management guidelines to help commands consistently implement policies by March 2009 (p 17) 3. introduce quality assurance practices as part of its routine audits of commands to test compliance with injury management policies and procedures by March 2009 (p 17) Managing injured police: NSW Police Force 5

Executive summary 4. develop standards for investigating incidents based on the severity and type of incident by June 2009 (p 19) 5. as part of the quality assurance program for injury management, test compliance of injury management plans and return to work plans with policy by March 2009 (p 21) 6. monitor performance against its one week standard for the placement of injured officers in suitable positions by March 2009 (p 21). Chapter 3 Has the Force reduced the impact of injuries? The Force s efforts to reduce the impact of injuries have achieved mixed results. Although the average time lost per employee has reduced, the total time lost for workplace injuries and time lost for each person injured have increased, especially for post 88 officers. This group is now taking longer to return to work. The type of injury may be a factor. Although the total number of claims has reduced, claims for psychological injuries are increasing and were rated as the third most common cause of injury in 2007-08. On the positive side, more officers are returning to work than in the past. And the Force has had some recent success in reducing the cost of workers compensation insurance premiums, in part as a result of its improved injury management practices. In fact, after peaking at $65 million in 2007-08, the Force has been able to reduce the premiums to below $58 million in 2008-09, a saving to the Force of over $7 million. Despite these improvements, the Force will struggle to further reduce the total cost of injury. This is mainly due to the cost of the 2005 Death and Disability scheme which provides insurance cover for injured post 88 officers. Under this scheme, injured officers who are partially and permanently disabled and cannot be found a suitable police position can receive a lump sum payment on medical discharge. These payments are calculated on a sliding scale depending on the age and salary of the officer. In addition, the Force tops up the weekly workers compensation benefits of injured post 88 officers so that their rates of pay do not reduce after 26 weeks of injury, as it does for civilians in the Force. These financial benefits are likely to discourage return to work and may make medical retirement the preferred option for some who wish to leave the Force. In fact, following the introduction of the new scheme in 2005, the rate of medical discharge for post 88 officers has tripled. This increase has also meant that the cost of premiums and payments under the Death and Disability scheme was about $33 million; over five per cent of salary cost in its first year (2005-06). However, the scheme was designed to limit the Government s exposure to a maximum of 3.6 per cent of salaries of post 88 officers, or around $22 million. Any increase beyond 3.6 per cent was supposed to trigger an immediate review of the scheme. As yet, the Force has not completed its review. 6 Managing injured police: NSW Police Force

Executive summary A review of NSW Police, NSW Fire Brigades and Ambulance Service death and disability schemes is currently being undertaken by the Department of Premier and Cabinet. We recommend that the NSW Police Force: 7. investigate and develop strategies to address psychological injuries in order to encourage early return to work by June 2009 (p 28) 8. finalise the guidance material to assist medical practitioners make decisions regarding work restrictions on injured officers by June 2009 (p 30) 9. review the approach to determining the number of permanent restricted duty positions in a command as a proportion of actual strength on a case by case basis (p 30) 10. review the conditions in the Death and Disability scheme to improve the rate of redeployment of post 88 officers to suitable positions in the Force or elsewhere in the public sector by June 2009 (p 31) 11. review the impact of the top-up pay to post 88 officers under the Police Award 2005 by June 2009 (p 31) 12. develop in consultation with the Police Superannuation Scheme administrator, protocols including time standards for processing medical discharge applications by March 2009 (p 35) 13. monitor the determination of hurt on duty claims by commands against its three month standard by March 2009 (p 35) 14. complete its review of the benefits and officers contributions under the Death and Disability scheme with a view to either reducing benefits, increasing officers contributions or ceasing the scheme as a matter of urgency (p 38). Managing injured police: NSW Police Force 7

Executive summary Response from the NSW Police Force The NSW Police Force welcomes the findings of the Audit Office, which confirm that since the introduction of the Safety Command in 2006 this organisation has made significant improvements in injury management. Since that time we have introduced a range of strategies to assist in the prevention of injuries and developed robust early intervention and return to work strategies. Our current approach to managing injuries has resulted in a reduction of our workers compensation premium, a reduction in the number of workers compensation claims as well as time lost per employee. The NSW Police Force is committed to ensuring the continuing safety, health and wellbeing of our staff and accepts the recommendations of the Audit Office for further improvement. We will establish systems to address these recommendations, including improved data analysis, the introduction of guidelines to assist staff in following policy and other requirements, the strengthening of our compliance systems and the revision of our incident investigation process. A key priority will be the completion of the review of the Death & Disability Scheme. In the meantime we will continue to work closely with the Police Association of NSW to ensure that officers are appropriately managed to maximise returns to work. A Fitness to Continue Unit has also been created which, in close conjunction with Injury Management Advisors, will assist in retaining skilled and experienced police officers. We are already seeing some promising results from this program. I am advised that the Safety Command has already been in contact with your Office in regards to data and analysis relating to time lost per injury and other matters. (signed) A P Scipione APM Commissioner of Police Dated: 1 December 2008. 8 Managing injured police: NSW Police Force

1. Managing injured police Managing injured police: NSW Police Force 9

Managing injured police 1.1 Background Policing can be a dangerous job and priority is given to minimising the risk of injury or death. Where officers are injured on duty they need to be cared for and returned to work as soon as possible. In 2006-07, the NSW Police Force had: over 15,000 officers nearly 2,800 staff that reported workplace injuries resulting in time off work 2,631 workers compensation claims lodged over 63 days lost per injured employee 445 police officers retire on medical grounds. 1.2 Injury management in the NSW Police Force In May 2005, the Government announced a $105 million reform package to overhaul the way in which the NSW Police Force (the Force) supports police officers who are killed or injured in the performance of their duties. The aim was to address inequities and better manage return to work. Police officers employed before April 1988 (pre 88 officers) are covered by the compulsory Police Superannuation Scheme (PSS) which entitles them to benefits, including medical and rehabilitation expenses, and a pension if they retire on medical grounds. In 1988, the then Government reviewed a number of superannuation schemes and closed the PSS. Police officers who joined the Force after 1 April 1988 (post 88 officers) joined the State Authority Superannuation Scheme or First State Super, which cover other public sector workers in NSW. These officers are also covered by workers compensation. The result was a situation whereby two officers rostered on the same shift, responding to the same incident, and receiving the same injury could receive different compensation simply because of the date that they joined the Force. Recognising this, the Government introduced a compulsory Death and Disability scheme to cover post 88 officers as part of the 2005 reform package. The Death and Disability scheme was designed to provide post 88 officers with additional insurance protection commensurate with the risk they face in the line of duty. The Death and Disability scheme provides lump sum payments on death or total disability. It also provides lump sum benefits where the officer is partially and permanently disabled. 10 Managing injured police: NSW Police Force

Managing injured police Under the scheme, if an officer is partially disabled, but cannot be found suitable police work, the officer will be medically retired and will receive a lump sum payment based on salary and age. The officer will receive a lump sum payment even where the officer accepts an offer of an administrative position in the Force. Appendix 1 provides a comparison of the entitlements under the two schemes. There were also a number of other measures developed as part of the reform package to foster the health and welfare of police officers, including the establishment of a centralised injury management unit, the safety command, to oversight and improve the injury management process. The safety command is responsible for: case managing injured staff and getting them back to work quickly in conjunction with the insurer and commands administering the Death and Disability scheme and workers compensation providing specialist advice to commands on the management of injured staff. 1.3 NSW workers compensation legislation Post 88 officers and all civilian employees are covered by workers compensation similar to other employees in NSW. Workers compensation provides benefits to injured workers, covering loss of earnings and medical and vocational rehabilitation expenses to assist them return to work. Pre 88 officers are not covered by workers compensation insurance, but rather by their superannuation scheme, i.e. the PSS. When injured, the Force continues to pay those officers salary while PSS pays all medical and rehabilitation expenses. These officers represent around 20 per cent of all police officers. 1.4 Other recent initiatives The Government released its Working Together Strategy in 2005. The strategy requires all public sector agencies, including the NSW Police Force, to achieve a: 40 per cent reduction in workplace injuries by June 2012, with at least a 20 per cent improvement by June 2007 10 per cent reduction in the proportion of injured employees still off work at 8, 12 and 26 weeks from the date of injury by June 2008 15 per cent reduction in the cost of claims by June 2008 10 per cent improvement in the percentage of injured workers who are placed in suitable duties within one week of the date they are fit by June 2008. Managing injured police: NSW Police Force 11

Managing injured police A summary of NSW Police Force s performance against these targets is in Appendix 2. The focus of this audit This audit assesses how well the NSW Police Force manages injured police officers to minimise the impact on policing. We examined the Force s injury management policy and visited four commands and three regional offices to see what happened in practice. Specifically, we examined whether the NSW Police Force has: an effective framework for managing injured officers successfully reduced the impact of injuries. Further details about the audit are provided in Appendix 3. 12 Managing injured police: NSW Police Force

2. Is the framework for managing injured officers effective? Managing injured police: NSW Police Force 13

Is the framework for managing injured officers effective? At a glance The key question we wanted to answer was: Is the framework for managing injured officers effective? Our assessment: Through the establishment of the safety command in June 2006, the Force has built a framework for managing injured officers that should prove to be effective. Once a police officer has been injured, early intervention and return to work are key factors in the officer s successful rehabilitation. The Force has not done either of these well in the past. Through the safety command, the Force has introduced systems and practices to ensure it knows when an officer has been injured and can respond appropriately. These include an online system for reporting injuries, timeframes for assessing and responding to an officer s rehabilitation needs, and early and continuous welfare checks by fellow staff. Part of early intervention is also the investigation of an incident to reduce the risk of it recurring. At all the commands we visited there was some review of the incident. However, the extent of the investigation differed and was not related to either the severity of the injury or its likelihood to reoccur. Rehabilitation outcomes are better where the return to work is as early as possible, often before the officer is able to undertake the full responsibilities of the job. The safety command plays a key role in developing return to work plans in consultation with the injured officer, the local area command and the treating doctor. Overall, we found that safety command had prepared appropriate plans for injured staff. For an injured police officer, early return to work also relies on their local area command making a suitable job available and if needed, adjusting the officer s working conditions to comply with restrictions in medical certificates. This is not always easy, but we found that in the commands we visited, suitable jobs were available to most injured officers. We have had problems with obtaining data on injured officers as distinct from civilians working in the Force. There have also been problems in isolating data on return to work and medical discharges relating to workplace injuries as distinct from off duty injuries. And in some cases, data on the impact of injuries before 2005 is not available. 14 Managing injured police: NSW Police Force

Is the framework for managing injured officers effective? 2.1 Effective injury management The aim of injury management is the prompt, safe and long-lasting return to work of injured employees. It includes treating the injury, rehabilitating the employee back to work, vocational retraining where necessary, and managing workers compensation claims. The key principles of effective injury management are: having suitably qualified case managers to assess the case and determine rehabilitation needs and return to work goals developing a rehabilitation plan that is agreed to by all parties, i.e. the employee, the doctor and the case manager, with a timeline for return to work monitoring progress through regular contact with the injured worker, treating doctors and other stakeholders having quality assurance processes for reviewing case management and rehabilitation services to identify areas for improvement monitoring return to work outcomes and costs to identify hot spots where additional intervention may be indicated. Exhibit 1: Injury management process in the NSW Police Force Injured officer or supervisor Notification Safety Command Local Area Command Fit Contacts injured officer and if necessary treating doctor Treating doctor indicates Unfit for full duties Permanently injured Completes injury investigation report Maintains regular contact with injured officer Provides suitable duties Recoups wages from the insurer Conducts monthly injury management panel meetings Return to pre injury duties Return to suitable duties as per plan Redeployment or medical retirement Officer continues treatment until able to return to pre injury duties or permanently restricted duties Source: The Audit Office research. Managing injured police: NSW Police Force 15

Is the framework for managing injured officers effective? The safety command was established in 2006 to develop systems, policies and procedures to reduce the number and impact of workplace injuries. The safety command is responsible for all the above functions and: case manages injured staff liaises with commands, treating doctors and injured staff to facilitate return to work provides advice and support to local area commands. Data on injury management is inadequate An important element in effectively managing injured officers is the availability of data on performance and results. Obtaining sufficient data to judge the Force s performance over time in regard to injury management has been problematic throughout this audit. Much of the data that was requested on police officers was not available. In many cases we had to include civilians in the data set. Also it was very difficult to compare the performance of commands as data could not be disaggregated. It has only been since the establishment of the safety command that some data was available to judge performance in regard to staff covered by workers compensation. The Force advised that it maintains data that it regards as important to monitor the success of injury management. Recommendation We recommend that the NSW Police Force by June 2010 establish systems to collect sufficient data to judge the efficiency and effectiveness of injury management practices in respect to police officers. 2.2 Do policies and procedures for managing injured officers comply with relevant requirements? Our assessment The injury management policy meets legislative requirements and is in line with best practice. The policy focuses on early intervention and the provision of specialist support to help injured staff return to work as soon as possible. In 2006, the Force revised its injury management policy. We found that the current injury management policy: complies with workers compensation requirements, including timely notification and assessment of injuries, and overall management of injured workers has been communicated effectively to staff. 16 Managing injured police: NSW Police Force

Is the framework for managing injured officers effective? Exhibit 2: Workers compensation requirements Employer requirements Notify the insurer within 48 hours of being notified of an injury Forward claims for workers compensation to the insurer within 7 days of receipt Co-operate with the establishment of an Injury Management Plan (IMP) by the insurer Establish a Return to Work Plan for the injured worker consistent with the IMP Provide suitable replacement duties for injured staff wherever possible Stay in touch with the injured worker, and the treating doctor until the worker recovers and returns to pre injury duties Forward workers compensation money to the worker as soon as possible. NSW Police Force Complies Complies Complies Complies Complies Complies Complies Source: WorkCover guidelines and Audit Office research. The injury management policy is also in line with best practice as it: focuses on early intervention and return to work, with cases managed by specialists includes all injured employees, that is both police officers and civilians includes both work and non-work related injuries. There have been procedures developed to guide staff in local area commands and ensure consistent practice, but we found these were not always adequate. Recommendations We recommend that by March 2009 the NSW Police Force: develop injury management guidelines to help commands consistently implement policies introduce quality assurance practices as part of its routine audits of commands to test compliance with injury management policies and procedures. Managing injured police: NSW Police Force 17

Is the framework for managing injured officers effective? 2.3 Are early intervention practices appropriate for managing injured officers? Our assessment Early intervention is a critical factor in the success of any return to work program. The Force has introduced systems and practices to ensure it knows when an officer has been injured and can respond appropriately. These include an online system for reporting injuries, timeframes for assessing and responding to an officer s rehabilitation needs, and early and continuous welfare checks by fellow staff. Practices in the past have not always facilitated early intervention. Although officers were required to report an injury within 24 hours, notifications were on average made after 34 days for staff covered by workers compensation. These delays may have impacted on both the success of rehabilitation strategies and return to work programs. There has been a significant improvement in the timeliness of notifications since the introduction of the online system in December 2007. Further improvements can be expected if the Force continues to monitor performance in this area and take corrective action where there are delays. Part of early intervention is also the investigation of an incident to mitigate the risk of recurrence. At all the commands we visited there was some review of the incident. However, the extent of the investigation differed and was not related to either the severity of the injury or its likelihood to reoccur. Injury notification and assessment are legal obligations on the employer, insurer and employee. Employers must notify their insurer of all injuries within 48 hours of the incident. Also, delays in notification can reduce the chances of a successful return to work as treatment and intervention need to start as soon as possible. The Force requires that all injuries must be notified within 24 hours to improve the chances of meeting the 48 hours legal standard. Performance in this area has in the past been poor. In June 2007, the average notification delay was 34 days for staff covered by workers compensation. Since December 2007, the Force requires: injured employees or their supervisors to complete an online notification within 24 hours of the incident, which is immediately transmitted to the insurer safety command to report to the commissioner s executive team those commands that do not meet the standard. We found that the timeliness of injury notifications had improved since the introduction of the online notification system in late December 2007. 18 Managing injured police: NSW Police Force

Is the framework for managing injured officers effective? Number of injuries notified within 24 and 48 hours is improving Number of notifications 250 200 150 100 50 0 Exhibit 3: Timeliness of notifications November 2007 March 2008 Total notifications Notifications not meeting 24 hours NSW Police Force standard Notifications not meeting 48 hours legal standard Source: NSW Police Force. Note: Data includes South West Metropolitan, Central Metropolitan and Northern Police regions only. The Force has still a long way to go to meet its own requirements. Continued monitoring of this result by the executive should lead to further improvement. Following notification, commanders have responsibility for investigating accidents and incidents to remove any risks around practices. We found that the extent of investigations differed and was not related to the severity of injury or the risk of recurrence. Recommendation Commands maintain contact with injured staff We recommend that the NSW Police Force develop standards for investigating incidents based on the severity and type of incident by June 2009. The Force also maintains contact with injured staff who are off work due to injuries so as to: inquire about their health and well being enable the injured staff to maintain a link with the Force and work colleagues determine the need for any additional assistance. We found that all the commands we visited made regular contact with injured staff. Safety command staff are also required to contact the injured staff following notification. However, some staff were only contacting injured officers where the injury resulted in time off work, i.e. time lost. During the course of our audit the Force restated its requirement that all injured staff need to be contacted to assess if any assistance was needed, irrespective of whether or not any time was lost. Managing injured police: NSW Police Force 19

Is the framework for managing injured officers effective? Police officers can have approval to work outside the Force in secondary employment. Generally the Force expects that secondary employment would cease where the officer is not fit for policing duties. The Force advised that its policy on secondary employment makes it clear to employees that injuries and sick leave will result in their approval to undertake secondary employment being reviewed, and possibly rescinded. The Force also advised that a new accident and incident investigation form will be in place by February 2009 requiring commanders to check that approvals for secondary employment are reviewed if the officer is injured. 2.4 Does the Force have appropriate and accessible return to work options for injured officers? Our assessment Injury management aims to ensure that injured workers are able to make an early, safe and long-lasting return to work. Rehabilitation outcomes are better where the return to work is as early as possible and often before the officer is able to undertake the full duties of the job. For an injured police officer, early return to work often relies on the local area command making a suitable job available and if needed, adjusting the officer s working conditions to comply with restrictions in medical certificates. We found that in the commands we visited, suitable jobs were available to injured officers so that they could return to work. These jobs were usually at the station where the officer was located prior to the injury. Good return to work plans require specialist advice. In this regard, the safety command plays a key role in developing plans in consultation with the injured officer, the local area command and the treating doctor. Overall, we found that safety command had prepared appropriate plans for injured staff. Rehabilitation programs establish mutual obligations The objective of a rehabilitation program is to create a mutual obligation between the injured officer and the Force for the officer to return to pre injury duties and, if the injury causes temporary or permanent restrictions, to be placed in a suitable position. Two important components of the rehabilitation program are the injury management plan, prepared by the insurer, and the return to work plan, prepared by the employer. The injury management plan outlines the medical treatment and services required to return the injured officer to the workplace. Both the employer and the injured worker should receive a copy of the plan and have an obligation to comply with it. 20 Managing injured police: NSW Police Force

Is the framework for managing injured officers effective? We found that copies of the approved plans were not always kept on the officer s file, although the Force can access electronic copies of these plans from the insurer. However, no one is required to check that plans are prepared and have been signed by the parties. Return to work plans were in place The return to work plan outlines the duties the injured officer can undertake and makes it clear what the officer can and cannot do when they return to work. It also includes a date to review the officer s progress. Where injured officers are unable to undertake their regular duties they can be assigned to other suitable duties. Some examples of the type of work that injured officers might undertake, include working in the exhibits room, analysing crime data, answering inquiries from the public, helping prepare rosters, training other officers, or undertaking clerical duties. Before the establishment of the safety command in 2006, the Force engaged external providers to prepare the majority of return to work plans and manage injured officers rehabilitation. Since 2006, the Force has reduced its reliance on external providers by 75 per cent to around 150 cases, on average. We found that return to work plans were in place for all officers that were fit for suitable duties. The plans were consistent with medical restrictions and included goals on how the command will assist the injured employee return to work. Injured staff were routinely reviewed by safety command to make sure that the placement was working. Although plans should be signed by both the injured employee and their commander to indicate agreement, most plans were not signed. The Force requires officers, once declared fit, to be placed in suitable positions within one week. We found that it had not established a means to monitor performance. Recommendations We recommend that the NSW Police Force by March 2009: as part of the quality assurance program for injury management, test compliance of injury management plans and return to work plans with policy monitor performance against the one week standard for the placement of injured officers in suitable positions. Managing injured police: NSW Police Force 21

3. Has the Force reduced the impact of injuries? Managing injured police: NSW Police Force 23

Has the Force reduced the impact of injuries? At a glance The key question we wanted to answer was: Has the NSW Police Force reduced the impact of injuries? Our assessment: The Force s efforts to reduce the impact of injuries have achieved mixed results. Although the average time lost per employee has reduced, the total time lost for workplace injuries and time lost for each person injured have increased, especially for post 88 officers. This group is now taking longer to return to work. The type of injury may be a factor. Although the total number of workers compensation claims has reduced, claims for psychological injuries are increasing and were rated as the third most common cause of injury in 2007-08. On the positive side, more officers are returning to work than in the past. And the Force has had some recent success in reducing the cost of workers compensation insurance premiums, in part as a result of its improved injury management practices. In fact, after peaking at $65 million in 2007-08, the Force has been able to reduce the premiums to below $58 million in 2008-09, a saving to the Force of over $7 million. Despite these improvements, the Force will struggle to further reduce the total cost of injury. This is mainly due to the cost of the 2005 Death and Disability scheme which provides insurance cover for injured post 88 officers. Under this scheme, injured officers who are partially and permanently disabled and cannot be found a suitable police position can receive a lump sum payment on medical discharge. The payment is calculated on a sliding scale depending on the age and salary of the officer. In addition, the Force tops up the weekly workers compensation benefits of injured post 88 officers so that their rates of pay do not reduce after 26 weeks of injury, as it does for civilians in the Force. These financial benefits are likely to discourage return to work and may make medical retirement the preferred option for some who wish to leave the Force. In fact, following the introduction of the new scheme, the rate of medical discharge for post 88 officers has tripled. This increase has meant that the cost of premiums and payments under the Death and disability scheme was about $33 million; over five per cent of salary cost in its first year (2005-06). However, the scheme was designed to limit the Government s exposure to a maximum of 3.6 per cent of salaries of post 88 officers or around $22 million. Any increase beyond 3.6 per cent was supposed to trigger an immediate review of benefits and how much officers contributed to the scheme. As yet, the Force has not completed its review of the scheme. A review of NSW Police, NSW Fire Brigades and Ambulance Service death and disability schemes is currently being undertaken by the Department of Premier and Cabinet. 24 Managing injured police: NSW Police Force

Has the Force reduced the impact of injuries? 3.1 Has the Force reduced the time lost due to workplace injuries? Our assessment The simple answer is no. Although the average time lost per employee has reduced mainly due to overall increases in police numbers, the total time lost due to workplace injuries and time lost for each person injured have increased. This is despite the Force introducing a number of strategies to better manage injured employees. Injured pre 88 officers on average took four days less time off for workplace injuries in 2006-07 than the previous year. In contrast, injured post 88 officers, and injured civilians on average took off ten days more in 2006-07. In 2006-07, nearly 2,800 staff reported workplace injuries that resulted in time off work. The number of reported injuries is increasing for staff covered by workers compensation The number of reported injuries for staff covered by workers compensation is increasing, and over 2,600 workers compensation claims were lodged in 2006-07. Reported injuries do not always lead to time off work, but any increase in incidents will increase the risk of time lost. The NSW Government s Working Together Strategy required agencies to reduce the rate of workplace injuries by 20 per cent by June 2007. This requirement applied only to staff covered by workers compensation. The results for NSW Police Force staff covered by workers compensation are not good. The Force did not meet the required target reduction (136 incidents per 1000 employees). Overall, the incident rate does not compare well with the rest of the public sector. Exhibit 4: Reported injuries for staff covered by workers compensation only Injuries per 1000 employees 200 150 100 50 0 Jun-02 Jun-03 Jun-04 Jun-05 Jun-06 Jun-07 Post '88 officers and all civilians Public sector Source: NSW Police Force. Note: Data includes only staff covered by workers compensation. Managing injured police: NSW Police Force 25

Has the Force reduced the impact of injuries? The Force reports that the increase in the incident rate may be due to recent changes such as: increased staff awareness of the need to report all incidents the requirement to report all workplace injuries, that is incidents that might have been unreported previously are now being reported. The amount of time lost per employee due to workplace injuries stabilised at around nine days between 2005-06 and 2006-07, but this in part may be due to increases in the number of police. Time lost per injured employee has increased Time lost for each person injured in 2005-06 and 2006-07: increased overall from 59.5 to 63.4 days decreased for pre 88 officers by 4 days from 97.8 to 93.4 days increased for post 88 officers and civilians by over 10 days from 37.4 to 47.8 days. Exhibit 5 : Time lost per employee Exhibit 6: Time lost per injured employee Number of days 35 30 25 20 15 10 5 0 Total staff Pre '88 officers Post '88 officers and civilians Number of days 120 100 80 60 40 20 0 Total staff Pre '88 officers Post '88 officers and civilians 2005-06 2006-07 2005-06 2006-07 Source: NSW Police Force. Source: NSW Police Force. The Force does not have information on whether the increase in time lost for post 88 officers and civilians is due to more leave being taken by officers, or civilians or both. The Force advised that it now monitors time lost separately for post 88 officers and civilians. Total time lost for workplace injuries increased by 2,717 days between 2005-06 and 2006-07 (from 174,766 days to 177,483 days). According to the Force, time lost per workers compensation claim has decreased. Time lost varied between police regions We found in regard to staff covered by workers compensation that average time lost per claim: varied significantly between police regions halved in the Northern region (from 206.6 days to 107.5 days since May 2006), but it was still the highest in the State was lowest in the Western region (40.8 days). 26 Managing injured police: NSW Police Force